Public Management Organizational Structure Thursday, July 02, 2015 Hun Myoung Park, Ph.D. Public...
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Transcript of Public Management Organizational Structure Thursday, July 02, 2015 Hun Myoung Park, Ph.D. Public...
Public Management
Organizational Structure Wednesday, April 19, 2023
Hun Myoung Park, Ph.D.
Public Management & Policy Analysis ProgramGraduate School of International Relations
2
Dimensions of Structure
• Centralization: the degree to which power and authority concentrate
• Formalization: the extent to which rules and procedures are formally established
• Red tape refers to burdensome administrative rules
• Complexity: measured in terms of numbers of subunits, levels, specialization
3
Influences of Structure
• Size
• Environment
• Technology and tasks
• Information technology
• Strategic choice
4
Galbraith’s Design Strategies
• Hierarchy of authority
• Rules and procedures
• Narrowing the span of control
• Planning and goal setting
7
Product Structures
• Product and hybrid structures
• Separate divisions for each product line
• Major product divisions with some functional units (accounting) are hybrid.
9
Matrix Designs
• People with similar skills are pooled for work assignments.
• All engineers may be in one engineering department and report to an engineering manager, but these same engineers may be assigned to different projects and report to a project manager while working on that project.
• Each engineer may have to work under several managers to get their job done.
11
Other Structures
• Market and customer– Focused designs, orientation toward groups
of customers• Geographical designs
– Bases of operation by region, part of world• Process structures
– Organized around process such as new development
12
Mintzberg’s Structures 1
Simple Structure: Entrepreneurial setting; relies on direct supervision from the strategic apex; new small government agencies
(Public) Machine Bureaucracy: Large organizations; relies on standardization of work processes by the techno-structure; agencies with political oversight.
Professional Bureaucracy: The professional services firm; relies on the standardization of skills and knowledge in the operating core.
13
Mintzberg’s Structures 2
Divisionalized Form- Multi-divisional organization (e.g., manufacturing & marketing); relies on standardization of outputs; middle-line managers run independent divisions.
Adhocracy- Project organizations; highly organic structure with little formalization; relies on mutual adjustment as the key coordinating mechanism within and between these project teams (e.g. NASA)
14
Structure & Environment
stable dynamic
complex
PROFESSIONAL BUREAUCRACYdecentralized; bureaucratic;
standardized skills (law firm R&D firm)
ADHOCRACY
decentralized; organic; mutual adjustment
simple MACHINE BUREAUCRACY
centralized; bureaucratic;standardized work processes; direct
supervision from strong strategic apex
(new agencies, start up entrepreneurial companies
SIMPLE STRUCTURE
centralized; organic; direct supervision
15
Images of Organization
• Gareth Morgan (1996)
• Organizations as machines
• Organizations as organisms
• Organizations as brains
• Organizations as political systems
• Organizations as cultures, psychic prisons, flux and transformation, and instruments of domination
16
Images of Organization
• Organizations as organisms are assumed to be able to adapt themselves to environmental conditions that change over time.
• Terminator, a highly intelligent machine, may fall in this category in a sense he can find ways to kill the target, which is determined by his boss, by transforming himself (in case of a more advanced terminator) or changing strategies in response to environmental changes.
• What kind of terminator do you need?
20
Images of Organization
• Organizations as brains are learning systems that have single-loop and double-loop processes.
• Organizations, unlike those as machines, can evaluate if the target determined by their boss is really what they have to kill (double-loop).
• Such organizations are considered a broken one from the machinery perspective because a machine have to do only what is ordered.
• A machine may not determine its target, but just follow order without any question about the target (single-loop process only).
21
Images of Organization
• Bureaucracy as a machine (organism) is well designed (programmed) to achieved efficiently its goal given by outsiders.
• Weber's ideal type bureaucracy is close to the image of machines or organisms.
• Remember the terminator became popular at that time because the machine was an ideal type that did not exist in reality.